Project managers make mistakes and must deal with the consequences of these mistakes continually. Dr. Stephen Covey talks about mistakes and consequences and we should consider his words carefully.
As Dr. Covey states, "While we are free to choose our actions, we are not free to choose the consequence of those actions. Consequences are governed by natural law. They are out in the Circle of Concern” (See Dr Covey’s book ‘The 7 Habits of Highly Effective People’ to learn more about the Circle of Concern and the Circle of Influence). He continues, “We can decide to step in front of a fast-moving train, be we cannot decide what will happen when the train hits us”. To take this further, Dr. Covey says, "We can decide to be dishonest in our business dealings. While the social consequences of these decisions may vary depending on whether or not we are found out, the natural consequences to our basic character are a fixed result."
Dr. Covey continues, "Our behavior is governed by principles. Living in harmony with them brings positive consequences; violating them brings negative consequences. We are free to choose our response in any situation, but in doing so we choose the attendant consequence. When we pick up one end of the stick, we pick up the other".
What does this mean? As project managers we have the capability to motivate and empower members of our team by demonstrating honest and ethical behavior. At the other end of the spectrum we can send our projects (and reputations) quickly off-track if we are dishonest or unethical. We must be willing to quickly admit our mistakes and at times suffer the consequences.
To quote Dr. Covey again, "Our response to mistakes affects the quality of our next moment. It is important to immediately admit and correct our mistakes so that they have no power over that next moment, and we are empowered again. It is not what others do or even our mistakes that hurt us the most; it is our response to those things".
We all make mistakes. We must atone for and make amends to others for those mistakes quickly. In my opinion, our unwillingness to admit our mistakes is the biggest obstacle to personal growth and strong relationships. As Dr. Convey says, "By making and keeping promises to ourselves and others, little by little, our honor becomes greater than our moods”.
Have high integrity and make and keep your promises. Your projects (and your life) will be the better for it.
Tuesday, August 17, 2010
Thursday, August 05, 2010
What is a Competent Project Manager?
What are the capabilities of a good project manager? What is the definition of capability? Also, what defines capabilities and where does “competence” fit in to the mix. Perhaps if we look at some definitions we can start to answer the original question.
Capable - quality, ability, feature, etc., Something to be used or developed; potential
Competence - is a measure of the ability to perform a task
So, we can say that a competent project manager would possess a set of skills and behaviors, which would help guide them to successful project results.
I believe that some of these competencies are comprised of the following:
(K)nowledge - acquaintance with facts, truths, or principles, as from study or investigation; general erudition
(S)kills - the ability, coming from one's knowledge, practice, aptitude, etc., to do something well
(A)ttitude - manner, disposition, feeling, position, etc., with regard to a person or thing; tendency or orientation, esp. of the mind
(E)xperience - the process or fact of personally observing, encountering, or undergoing something
Based on the above definitions, we could say that K+S+A+E = Competence
Also, I have posted several times in the past that I believe: (K) + (E) = (W)isdom. Taking the previous equation to the next logical level can we not also say that: W + S + A = Competence.
In conclusion, let’s not forget that the competent project manager still needs a good suite of tools. Whether you are managing IT, construction, or some other type of project, a good suite of project management tools with a robust project accounting component will help you track project costs and calculate your projects Earned Value (EV). If you don’t know the Earned Value of your project there is a good chance your project is going to fail. Don’t forget, what isn’t measured can’t be managed.
Capable - quality, ability, feature, etc., Something to be used or developed; potential
Competence - is a measure of the ability to perform a task
So, we can say that a competent project manager would possess a set of skills and behaviors, which would help guide them to successful project results.
I believe that some of these competencies are comprised of the following:
(K)nowledge - acquaintance with facts, truths, or principles, as from study or investigation; general erudition
(S)kills - the ability, coming from one's knowledge, practice, aptitude, etc., to do something well
(A)ttitude - manner, disposition, feeling, position, etc., with regard to a person or thing; tendency or orientation, esp. of the mind
(E)xperience - the process or fact of personally observing, encountering, or undergoing something
Based on the above definitions, we could say that K+S+A+E = Competence
Also, I have posted several times in the past that I believe: (K) + (E) = (W)isdom. Taking the previous equation to the next logical level can we not also say that: W + S + A = Competence.
In conclusion, let’s not forget that the competent project manager still needs a good suite of tools. Whether you are managing IT, construction, or some other type of project, a good suite of project management tools with a robust project accounting component will help you track project costs and calculate your projects Earned Value (EV). If you don’t know the Earned Value of your project there is a good chance your project is going to fail. Don’t forget, what isn’t measured can’t be managed.
Tuesday, July 27, 2010
Thursday, July 15, 2010
Wow Projects Revisited
As many of you may know from my previous blog entries I really like Tom Peters. Tom has so much energy and passion, and additionally, he has some great ideas regarding reinventing work. In my opinion, his ideas around Project Management are revolutionary, bleeding-edge, and way out in front of what is considered the "norm". Recently while reviewing his website I found myself reading about what Tom calls "WOW! Projects". If you have a moment, take the time to read what Tom has to say about WOW! Projects.
To reflect a bit, as I look back over my career I do not think I have ever worked on a WOW! Project, and in hindsight that is a disappointment. As a Project Manager, I struggle every day trying to manage my projects to a "successful" conclusion. Over the course of my career how a project's success is measured has many times been a moving target. Stakeholders and the project sponsor change their minds in the middle of the project regarding what they want and the ensuing scope changes cause the project success measurement bar to move.
While the project manager is responsible for project success, the project sponsor can influence project success when they allow stakeholders to have more influence over the scope of the project than the project manager does. While this does not happen on every one of my projects, a lesson to be learned is that I must be vigilant regarding stakeholder management.
In my opinion WOW! Projects require a strong executive sponsor and a well-oiled projectized organization (in addition to many other things) that is not opposed to taking risks. In addition WOW! Project stakeholders must be committed to supporting the following goals of a WOW! Project.
A WOW! Project's Goals are:
To reflect a bit, as I look back over my career I do not think I have ever worked on a WOW! Project, and in hindsight that is a disappointment. As a Project Manager, I struggle every day trying to manage my projects to a "successful" conclusion. Over the course of my career how a project's success is measured has many times been a moving target. Stakeholders and the project sponsor change their minds in the middle of the project regarding what they want and the ensuing scope changes cause the project success measurement bar to move.
While the project manager is responsible for project success, the project sponsor can influence project success when they allow stakeholders to have more influence over the scope of the project than the project manager does. While this does not happen on every one of my projects, a lesson to be learned is that I must be vigilant regarding stakeholder management.
In my opinion WOW! Projects require a strong executive sponsor and a well-oiled projectized organization (in addition to many other things) that is not opposed to taking risks. In addition WOW! Project stakeholders must be committed to supporting the following goals of a WOW! Project.
A WOW! Project's Goals are:
An enhanced "customer experience" (internal and external)
Dramatically increased sales
Sharply reduced costs
Improved operating margins
Accelerated leadership and talent development
Innovative solutions to wide-ranging issues
Improved employee morale and job satisfaction
Accelerated post-merger integration
Enhanced stakeholder and community involvement
Cultural transformation
Your thoughts?
Check out Tom Peter's latest book. You won't be disappointed!
Monday, June 28, 2010
Be For Something!
From the awesome book -"Rules of Thumb" (Alan M. Webber)
"In general, it’s a good idea to learn to speak economics, if you can’t already. That’s because people on both sides of a fight respect the dollars and cents of an issue. Proving that your solution is less expensive and works better makes your moral arguments all the more compelling. ... it’s not enough to be against something that’s bad — you’ve got to be for something that’s better."
I am for taking a vacation. See you in a couple weeks.
"In general, it’s a good idea to learn to speak economics, if you can’t already. That’s because people on both sides of a fight respect the dollars and cents of an issue. Proving that your solution is less expensive and works better makes your moral arguments all the more compelling. ... it’s not enough to be against something that’s bad — you’ve got to be for something that’s better."
I am for taking a vacation. See you in a couple weeks.
Monday, June 21, 2010
Does your Your Project Management Organization Measure Up?
Previous research has concluded that there are several factors that lead an organzation to be great at project management. The top ones are:
A Formal Project Management Structure
Defined Repeatable Processes
Executive Involvement in Project Management
Project Management Tools
Experienced Wise Project Managers (Knowledge + Experience = Wisdom)
How does your organization measure up?
A Formal Project Management Structure
Defined Repeatable Processes
Executive Involvement in Project Management
Project Management Tools
How does your organization measure up?
Wednesday, June 16, 2010
New Project Checklist for Project Sponsors
Identify the participants and their roles
Identify potential project team members as well as the major stakeholders. Keep in mind the project manager should have the final say as to the project core team members.
Assign an experienced project manager early
I recently changed jobs and haven't taken the time to post to this blog. To all the people that visit here and support this blog, thank you. I will be posting more often in the future.
This Project Manager will make or break a project. Be sure the individual has the expertise to manage the project and works well with others. Don't hesitate to look at outside sources if a qualified project manager isn't available internally.
Assess the qualifications and experience of the project team members
Along with the project manager, initially assess the experience and character of potential team members. Keep in mind the importance of well-rounded team players, and their ability to work well with others.
Complete a high-level charter
A preliminary project charter with major milestones and project objectives should always be completed by the sponsor. After the charter is apporved and issued the sponsor can work with the project manager to identify some of the key tasks for each milestone. It is understood that this initial "plan" is only preliminary, and will be refined over time by the project manager as he works with the team.
Ensure an issues tracking system is put in place
Ensure the project manager develops a method to track all issues and their resolutions.
Ensure there are regular project progress meetings
Work with the project manager to ensure that regular status meetings are held with key stakeholders, the sponsor, and core project team members.
Setup a regular schedule for status reporting. Establish the criteria for regular status reports and the information they should contain.
Conduct a project kickoff meeting
Officially start the project with a meeting of all project stakeholders. The project manager and project team should be introduced, the milestones reviewed with estimated completion dates (dates at this point are just guesses), and expectations as to the level of participation and responsibility.
Identify potential project team members as well as the major stakeholders. Keep in mind the project manager should have the final say as to the project core team members.
Assign an experienced project manager early
I recently changed jobs and haven't taken the time to post to this blog. To all the people that visit here and support this blog, thank you. I will be posting more often in the future.
This Project Manager will make or break a project. Be sure the individual has the expertise to manage the project and works well with others. Don't hesitate to look at outside sources if a qualified project manager isn't available internally.
Assess the qualifications and experience of the project team members
Along with the project manager, initially assess the experience and character of potential team members. Keep in mind the importance of well-rounded team players, and their ability to work well with others.
Complete a high-level charter
A preliminary project charter with major milestones and project objectives should always be completed by the sponsor. After the charter is apporved and issued the sponsor can work with the project manager to identify some of the key tasks for each milestone. It is understood that this initial "plan" is only preliminary, and will be refined over time by the project manager as he works with the team.
Ensure an issues tracking system is put in place
Ensure the project manager develops a method to track all issues and their resolutions.
Ensure there are regular project progress meetings
Work with the project manager to ensure that regular status meetings are held with key stakeholders, the sponsor, and core project team members.
Setup a regular schedule for status reporting. Establish the criteria for regular status reports and the information they should contain.
Conduct a project kickoff meeting
Officially start the project with a meeting of all project stakeholders. The project manager and project team should be introduced, the milestones reviewed with estimated completion dates (dates at this point are just guesses), and expectations as to the level of participation and responsibility.